Chapter 1 Duties, Obligations and Privileges 1.6 HOURS OF WORK

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1 Chapter 1 Duties, Obligations and Privileges 1.6 HOURS OF WORK A common workweek (number of scheduled hours of work in a week) at each duty station is agreed upon by the Heads of UN Organisations in each country through consultation with the Local Salary Survey Committee (LSSC), taking into consideration prevailing local practices. The number of working hours may vary for locally recruited staff members in certain occupations or grades and is also shown on the General Service and NPO salary scales of each duty station The normal working hours in the Field are set by the Representative/Chief of Mission at each duty station. 2 At Headquarters, the High Commissioner has the authority to establish the working hours for UNHCR staff Staff members will be required to work beyond normal working hours whenever requested to do so In accordance with International Labour Organisation (ILO) principles, all staff members must take a minimum 30-minute lunch break during the regular workday Staff in all duty stations are expected to work the number of hours per day that have been established under the common workweek in the duty station (e.g. 40 hours, 38 hours, etc.). The fixed working hours at Headquarters are from 08:30 to 17:30, or from 09:00 to 18:00, Monday to Friday, with an interruption of one hour for lunch At Headquarters, the core working hours are: 09:30 to 12:00 and 14:30 to 16:00 3. During these core hours, staff must be present. A minimum of 30 minutes must be taken for lunch between 12:00 and 14: Under flexible working hours, a staff member works the average 40 hours, 38 hours, etc. per week (according to location) but is not tied to the fixed working hours. Based on the number of hours worked per day, the staff member may accrue credits or debits of hours, which may be carried over from month to month, subject to an established limit For the purpose of calculating credits or debits of hours worked, the starting and finishing times of each working day (excluding any hours worked on weekends and official holidays) must be within the limits of the time span, i.e. between 07:00 and 19:30, as illustrated below:

2 T I M E S P A N 07:00 09:30-12:00 14:30-16:00 19:30 Flexible time CORE TIME Lunch break (30 minutes minimum) CORE TIME Flexible time C or e tim e is the time period when work attendance is obligatory for all staff members. At Headquarters, core time is from 09:30 to 12:00 every morning and from 14:30 to 16:00 every afternoon Fle x ible tim e is the time period during which staff members may choose their times of arrival and departure, subject to the exigencies of the service and the need to ensure that essential services are provided. Flexible time at Headquarters is from 07:00 to 9:30 in the morning and from 16:00 to 19:30 in the afternoon. The staff member and Supervisor must agree on the flexible arrangement Lunc h br e a k is the period from 12:00 to 14:30 each day at Headquarters when staff members are expected to take a lunch break. A minimum of 30 minutes must be taken in this period. This time period minus the 30-minute minimum lunch break each day is considered as flexible time Staff members can build up credit or debit by working longer or shorter hours within the time span. The maximum credit or debit which may be carried over from one calendar month to the next will be 10 hours. Credit hours in excess of 10 at the end of any calendar month will be lost. Credit hours should normally be taken by time off during the periods of flexible time. However, a staff member may use credit hours to take one-half day off per calendar month (for which 4 credit hours must have been accumulated), subject to prior approval of the Supervisor Work outside the time span, i.e. before 07:00 or after 19:30 during a working day, or on weekends and holidays, will be considered as overtime To keep track of each staff member's credit and debit hours, a manual time recording system will be maintained in each office. 4 Staff members will record their arrival and departure times, number of hours worked and carry-overs, in hours and minutes. Recording will be based on trust and integrity. FLEXIBLE WORKING ARRANGEMENTS In line with other human resources policies in support of work-life balance, UNHCR endeavours to offer working conditions that support staff members' demands for work and

3 personal commitments. The flexible working arrangements presented here aim to provide greater flexibility for staff, using information and communications technology to its full potential, while encouraging results-based management which places a premium on results and accountability. The arrangements also aim at attracting and retaining talented and motivated employees of both genders The following options are available to those staff wishing to avail of the arrangements: 1. a. Flexible Working Hours b. Compressed Work Schedule ("ten working days in nine") c. Teleworking d. Telecommuting e. Part-time Work f. Job Sharing GENERAL PROVISION All UNHCR staff members are eligible to request flexible working arrangements UNHCR encourages staff members and managers to make use of flexible working arrangements whenever operational requirements permit and personal needs require. Both parties should keep in mind, however, that not all jobs and situations lend themselves to all forms of flexible arrangements. Therefore, participation in such arrangements is on a purely voluntary basis. Flexible working arrangements do not constitute an entitlement Productivity and quality of outputs must be maintained at the same level, or enhanced, following the introduction of flexible working arrangements. Specific work outputs for the duration of flexible working arrangements should be agreed between the staff member and the manager and reflected in Performance Appraisal Document (epad) and in the Form: Request for Flexible Working Arrangements. 7 It is recommended to set the initial period as a trial period, and arrange for a longer period after confirmation of its effectiveness. Both the manager and the staff member should review the effectiveness of the arrangement at least once every three months Conditions of service, such as salaries, entitlements and benefits are not affected by flexible working hours, compressed work schedule or teleworking. They will be affected by telecommuting, part-time work and job sharing, as specified in sections below Incoming managers have the right to re-examine the existing arrangements. Should staff members be reassigned to a new duty station or a new position within the same duty station, he or she will have to submit a new request for a flexible working arrangement adjusted to their new tasks. A decision to alter an existing arrangement should only follow consultation with the staff member to appreciate the reasons for the arrangement, including the usefulness to both the staff member and the Organization.

4 Procedures Both staff members and managers may initiate requests for flexible working arrangements. Staff members and managers should informally discuss participation in the arrangements in advance so as to ensure the smooth running of the office, and where applicable, to identify colleagues who can provide back-up support during times of absence Once the terms of work have been discussed and agreed upon, the staff member and the manager complete the Request for Flexible Working Arrangements. 8 The authority to approve rests with the manager, in consultation with Representative in the field and Director at Headquarters In case of non-agreement, the party who rejects the request will specify the reasons in writing. The staff member may, if not satisfied with the reason given, refer the case to the Bureau Director (for Field staff) or the Director of DHRM (for Headquarters staff in Geneva and Budapest). FLEXIBLE WORKING HOURS ("STAGGERED WORKING HOURS" AND "VARIABLE DAY SCHEDULE") Two types of flexible working hours are offered: 1. a. Under the staggered working hours arrangement, the staff member works the full number of hours each day with agreed arrival and departing times. b. Under the variable day schedule, the staff member works the full number of hours each week, but he or she is allowed to vary the number of hours worked among different week days. Specific condition Activities related to the development objectives and performance improvement objectives in epad endorsed by the manager are considered as work-related and do not require a request for flexible working hours Staff members wishing to undertake activities outside the agreed objectives may do so on their own time by requesting flexible working hours. COMPRESSED WORK SCHEDULE ("TEN WORKING DAYS IN NINE") Definition Under this option, the number of hours that would normally have been worked during a period of ten days is compressed into nine days. This requires staff to extend their

5 working hours during the nine days, so as to cover the hours that would have been worked on the tenth day. This redistribution of normal working hours allows staff members to take one day off of the normal workweek, every other week The tenth day which becomes a day off is termed as "designated day off". Specific conditions The designated day off cannot be carried forward, accumulated or credited to compensatory time off If the designated day off falls on an official holiday observed by the United Nations, the staff member may take the designated day off on a different day during the same tenday period in consultation with the manager If one or more official holidays observed by the United Nations fall within the ten-day period, the compressed work schedule is suspended. The ten-day period starts again after the holiday(s). Similarly, if the staff member is absent on sick leave or annual leave on one or more days during the ten-day period, the compressed work schedule is suspended. The ten-day period can start again following the completion of the staff member's leave. TELEWORKING Definition Teleworking is the use of the home or an alternate work place for scheduled periodic work away from the office, supported by communications technology. Teleworking normally takes place from a remote work place that is at commuting distance from the office Teleworking is differentiated from occasionally working at home for the completion of specific one-off tasks. Each request for such occasional working from home may be approved by the manager by exchange of s Teleworking may also be considered for staff members who are required to work from home or an alternate work place for security reasons. Specific Conditions Frequency: The manager and staff can choose the appropriate frequency for teleworking that is of mutual interest to the Office and the staff member Hours of work: The total number of hours that staff members are expected to work will not change, regardless of the work place. Staff members must be reachable by telephone and and are expected to work the full number of work hours each day Teleworking is not intended to serve as a substitute for child or adult care. If children or adults in need of primary care are in the remote work place during work hours, some

6 other individual must be present to provide the care Remote access: Teleworking staff members must be able to access HCR-net, MSRP, Livelink Remote and GroupWise webmail. Needed software shall be provided by the concerned office Equipment: It is expected for this arrangement that staff members have their own appropriate hardware and software installed at the remote work place. Appropriate provisions will depend on the tasks to be carried out, but will normally include a computer, a printer and access to the internet plus a telephone. The office is not responsible for the cost of equipment, repair or service. Staff members are responsible for protecting their own computers against viruses The concerned office or work unit may provide computer equipment to a teleworking staff member. In such a case, the safekeeping and eventual return of assets is the responsibility of the staff member in whose custody the assets have been entrusted Teleworking staff members are encouraged to plan their work so that most of printing and photocopying could be done in the office Travel costs: Travel costs to and from the location of teleworking are borne by the staff member. This should be considered much like the transportation costs incurred by staff who commute to work under standard working arrangements Attendance in the office: While managers and staff should utilize telecommunication technologies as much as possible, managers may require staff members to report to the office for work-related meetings and other events Requirement for workspace in the office: The concerned office is responsible for identifying a workspace for a teleworking staff member to use when he or she is in the office, though this workspace does not have to be dedicated solely to the teleworking staff member Salaries, benefits and entitlements: For any teleworking arrangement, staff members remain assigned to the duty station to which they were appointed. The staff members will therefore continue to receive salaries, benefits and entitlements at the rates applicable to the duty station Annual and sick leave: Staff members will continue to accrue 2.5 days of annual leave per month (1.5 days per month for staff members holding a temporary appointment) while teleworking. As in current practice, prior approval is required for annual leave. Teleworking staff members are entitled to sick leave Overtime: Overtime during teleworking for applicable staff members requires prior agreement by the manager, as is the current practice. 10 Overtime for teleworking staff is normally granted when they are specifically required to work during official holidays or weekends Accrual of home leave credit points: A teleworking staff member who is entitled to home leave continues to accrue home leave credit points applicable to the duty station to which he or she has been appointed.

7 Combination with other flexible and part-time working arrangements: Teleworking can be combined with other flexible working arrangements, including part-time work (see Section 8 below). Teleworking can also be taken in conjunction with reduced working hours following maternity leave Insurance: While working from home or an alternate work place, the staff member will continue to be covered by the Organization's insurance for work-related accidents and illnesses. 12 Any claim for service-incurred accident or illness has to be supported by evidence that the accident or illness was in fact service-related Safety and liability: Teleworking staff members are responsible for furnishing and maintaining the remote work place in a safe manner. UNHCR is not liable for damage to property at the remote work place. While teleworking may be a consideration due to deteriorating or challenging security environments, it is important that in such environments appropriate security measures in accordance with the country minimum operating residential security standards (MORSS) and other security procedures are in place Notification for termination of teleworking: A minimum of one month notice shall be given for terminating teleworking, unless a shorter period is agreed by both parties, in order to allow both the staff member and the office sufficient time to prepare for the return of the staff member to the office. TELECOMMUTING Definition Telecommuting is the use of the home or an alternate work place for the remote performance of a staff member's normal work, supported by communications technology. The home or an alternate work place is normally at a non-commutable distance from the office. Specific Conditions Duration: The manager and staff can choose an appropriate duration for a telecommuting arrangement that is of mutual interest to the Office and the staff member. Salaries, benefits and entitlements that the staff member receives will continue to be based on the duty station where he or she is assigned. A telecommuting period beyond one year needs an approval by the Chief of Section, PAPS Hours of work: The total number of hours that staff members are expected to work will not change, regardless of the work place. Staff members must be reachable by telephone and and are expected to work the full number of work hours for that day Telecommuting is not intended to serve as a substitute for child or adult care. If children or adults in need of primary care are in the remote work place during work hours, some other individual must be present to provide the care Remote access: Telecommuting staff members must be able to access to HCR-net, MSRP, Livelink Remote and GroupWise webmail. Needed software shall be provided by the concerned office.

8 Equipment: It is expected for this arrangement that staff members have their own appropriate hardware and software installed at the remote work place. Appropriate provisions will depend on the tasks to be carried out, but will normally include a computer, a printer and access to the internet plus a telephone. The staff members are responsible for protecting their own computers against viruses. UNHCR is not responsible for the cost of equipment, repair, or service The concerned office or work unit may provide computer and other equipment to a telecommuting staff member. In such a case, the safekeeping and eventual return of assets is the responsibility of the staff member in whose custody the assets have been entrusted Travel costs: For a telecommuting staff member, the concerned office issues travel authorizations and covers the cost of travels requested by the office, including the travels to meet the minimum required time in the office specified below. Costs related to the initial travel to proceed on telecommuting and the return travel to the duty station on completion of the arrangement will be borne by the staff member. A travel authorization will be issued for the purpose of insurance with zero remuneration since no subsistence allowance is payable Attendance in the office: While managers and staff should utilize telecommunication technologies as much as possible, managers may require staff members to report to the office for work-related meetings and other events Minimum time in the office: Staff members and offices should be aware that telecommuting staff should be present in the office at least for a total of one week per six months and arrange for meetings with the manager on performance management 14 and continuation or re-integration into the office Requirement for work space in the office: The concerned office is responsible for identifying a workspace for telecommuting staff to use when they are in the office, though this workspace does not have to be dedicated to the telecommuting staff member Salaries, benefits and entitlements: For any telecommuting arrangement, staff members remain assigned to their last duty station. The staff members will therefore continue to receive salaries, benefits and entitlements at the rates applicable to the duty station, except for accrual of home leave credit points as specified below. The payment of SOLA and hazard pay will cease according to the existing policies Annual and sick leave: Staff members will continue to accrue 2.5 days of annual leave per month (1.5 days per month for staff members holding a temporary appointment) while telecommuting. As in current practice, prior approval is required for annual leave. Telecommuting staff members are entitled to sick leave Overtime: Overtime during telecommuting requires prior agreement by the manager, as is the current practice. 15 Overtime for telecommuting staff is normally granted when they are specifically required to work during official holidays or weekends Accrual of home leave credit points: Telecommuting from a country other than the country of home leave: Staff members who work from a country other than the country of home leave shall accrue home leave credit points applicable to the duty station to which they were assigned. Telecommuting from the country of home leave: Staff members who work from the country of home leave will cease to accrue home leave points on the day they start the telecommuting arrangement and will not be entitled to home leave during the telecommuting arrangement.

9 Combination with other flexible and part-time working arrangements: Telecommuting can be combined with other flexible working arrangements, including part-time work (see Section 8 below). Telecommuting can also be taken in conjunction with reduced working hours following maternity leave Insurance: While working from home, the staff member will continue to be covered by the Organization's insurance for work-related accidents and illnesses. 17 Any claim for service-incurred accident or illness has to be supported by evidence that the accident or illness was in fact service-related Safety and liability: Telecommuting staff members are responsible for furnishing and maintaining the remote work place in a safe manner. UNHCR is not liable for damage to property at the remote work place Repatriation grant: Repatriation grant remains applicable if the staff member is separated during the telecommuting arrangement from the country of home leave Carte de Légitimation: Telecommuting staff members assigned to Geneva are required to return their Carte de Légitimation to PAPS unless they will maintain residence either in France or Switzerland Notification for termination of telecommuting: A minimum of one month notice shall be given for terminating telecommuting, unless a shorter period is agreed by both parties, in order to allow both the staff member and the Organization sufficient time to prepare for the return of the staff member to the office. PART-TIME WORK See Chapter 4.13 Part-Time Work. JOB SHARING Definition Job sharing is a part-time work schedule where two staff members voluntarily share the responsibilities of one full-time position with salaries and benefits pro-rated, each on a 50 per cent basis When two staff members share the responsibilities of one full-time job, the tasks can be split between them in several different ways: 1. a. the sharers can be jointly responsible for the entire work; b. the sharers can be independently responsible for different portions of the job; or c. the sharers can have some independent and some joint responsibilities.

10 Specific Conditions Job sharing is a form of part-time work. The conditions of service as specified in the previous section apply A staff member wishing to be considered for job sharing possibilities should indicate such interest to the relevant manager (for locally recruited staff) and/or to Career Management Support Section (CMSS), DHRM (for internationally recruited staff). CMSS manages a list of interested staff members with a view to matching them. Job sharing arrangements are subject to agreement by all parties involved, including staff members and managers Performance appraisal: Each of the two job sharing staff members will be appraised on his or her own merits Premature termination: In case of a premature termination of job sharing arrangements, CMSS shall facilitate a smooth transition with all parties involved. 1 See ACC/1999/PER/CM/4 of 14 March 1999, "List of common workweeks at Field duty stations (as at 1 March 1999)". 2 See Procedure 1.5, "Special Conditions Governing Compensations for Locally Recruited Staff in UNHCR Offices Away from Headquarters". 3 Each UNHCR Office applying flexi-time would need to establish their own core hours. 4 See IOM/047-FOM/047/2010, "Policy on Flexible Working Arrangements ". 5 See sample time recording sheet in the Forms section. 6 Flexible working arrangements are available to staff members holding an indefinite, fixed term or temporary appointment, while certain conditions may not be applicable to staff members holding a temporary appointment. 7 See SAMM Form See SAMM Form For provisions on UNHCR-owned equipment, see IOM/69-FOM/64/2002 on "Asset Management Policy in UNHCR and Rules and Procedures Governing Asset Management Board", as well as IOM/75-FOM/77/2008 on "UNHCR's New Asset Management Policy ". 10 See SAMM 3.15 on Overtime and Compensatory Time Off. 11 See IOM/45-FOM/46/99, "Modified working day following maternity leave, 20 May 1999 ". 12 Based on Article 2 (b)(ii) of the Appendix D. 13 For provisions on UNHCR-owned equipment, see IOM/69-FOM/64/2002 on "Asset Management Policy in UNHCR and Rules and Procedures Governing Asset Management Boards ", as well as IOM/75-FOM/77/2008 on "UNHCR's New Asset Management Policy ". 14 See the policy on the performance appraisal and management system (PAMS). 15 See SAMM 3.15 on Overtime and Compensatory Time Off. 16 See IOM/45-FOM/46/99, "Modified working day following maternity leave ", 20 May Based on Article 2 (b)(ii) of the Appendix D. 18 See ST/AI/2000/5 for details on qualifying service credits towards the repatriation grant.

11 SAMM Updated June 2014 Section 1.6 Hours of Work TOP